USA jack Meets Panama1 - Institute of International Education

USA jack Meets Panama1:
TOURISM PLANNING AND MARKETING IN PANAMA
Case Description
Teaching Plan and Session Overview
T
How can a student attack this situation? It is important to
have certain tools and frameworks at the marketing professional's disposal to dissect a problem and develop an appropriate strategy. These tools will be referred to as the
Marketer's Toolbox. The tools represent defined actions that
are to be used to assess a situation, determine paths of action
and implement strategic decisions.
his case focuses on Jack, a 25-year old business professional contracted by the US Agency for
International Development to assist with the development and promotion of a small ecotourism business located
just outside of Panama City, Panama. The reader follows Jack
as he arrives to the airport, converses with an informative taxi
driver, visits an experienced government tourism official and
takes a trip to the village which hosts the tourism offering. As
Jack encounters the various situations, each provides information needed to make strategic marketing decisions. He is
given a number of tasks that will ultimately assist a small community and the Government of Panama plan and promote a
successful tourism offering. While this offering supports economic and social development for the community, it also is a
product for tour operators to use to promote to an international tourist audience.
Position in the Course
Emphasis for study is on the core areas of strategy, economic development, micro-enterprise development, marketing,
business-government relations and business and society.
Teaching Purpose and Objectives
This case is appropriate for strategic marketing and strategic
management curriculum. It helps students apply situational
analysis, market research, positioning and segmentation tools
to help in marketing and promotions management. It allows a
student to become familiar with the methods and objectives
of a SWOT analysis, mission statement development, perceptual mapping, market research questionnaire and collateral
material development and sales strategies. It provides insight
into business and its ability to reach and influence every level
of the world society.
Within the given setting, there exists many possible courses
of action. After reading the case, a marketing student can
begin to organize the information within the context of particular available frameworks, analyze the results and recommend action.
The Table below represents the tools that comprise the
Marketer's Toolbox for confronting the issues depicted in this
case. A marketer has many frameworks and tools at his/her
disposal. but information was provided in the case for incorporation in a detailed analysis by using the following recommended marketing tools.
Diagnostic
Tools
"Power
Tools''
"Finishing
Tools"
Situational Analtsis
Mission and Objective
Identification
Market Research
Perceptual
Maeeing
Segmentation
and Positioning
Promotion
Relationship
Marketing
Ma rketer's Toolbox
With any construction project, each stage and level depends
upon the results of the previous one and requires different
types of tools to complete the desired task. As an architect
needs measuring, drawing and calculating tools to diagnose
and design a construction project and specify the required
materials, a marketer uses specific tools to diagnose the busi-
CASES for M ANA G EMENT ED UCATION- T EAC HING NO TES
43
CASE STUD I ES - T EACHING NOTES
W eaknesses
Strengths
Developing media and industry recognition.
Learning customer service techniques
and standards.
Have tremendous traditional, environmental
and cultural resources and knowledge.
Willingness to learn.
Developing business understanding.
Energetic, friendly and youthful community.
Have focused and intelligent leaders.
Unique Product.
Desire to work hard towards success.
Trusts aid organizations, such as IPAT.
The community enjoys cultural exchange
and interchange.
•
•
•
•
•
•
•
•
•
•
•
Vision for the future does not exist, are living
day-to-day.
They are struggling to find the right direction,
activity mix and where they should focus their
sales efforts.
Lack of education and business skills.
Mistrust and conflict between NOKO
and WECHA.
It is a challenge moving away from traditional
subsistence methods and towards currency
based society.
Distribute most of revenue. Not much money .
left for maintenance, improvement or expansion.
Not familiar with investing or saving money.
English Language Barrier.
Environmental Damage - trash, water
contamination.
Materialism and selfishness developing.
Dependence on aid organizations. Not a
self-sufficient entity.
Opportunities
Threats
People in Panama City have disposable income
Increase in international tourist number to
Panama, many are attracted by cultural and
natural resources (5% Growth Rate).
Panama is close to the US (2 1/2 hours)
IPAT has a planned focus on ecotourism investment and assistance, especially indigenous
projects.
!PAT-International Promotion is looking for
organized and quality tours to promote.
There exist partners willing to help with training
and support NGO's and tour operators.
Have an established monetary base, US Dollar.
The Government of Panama is promoting
conservation and economic development programs to provide income generating activities for
communities living in the park.
•
•
•
•
•
•
•
•
•
•
•
Lending agencies require financial management
experience & collateral.
Cultural inequities exist, indigenous groups are
historically not in a position of power or ownership. Open to exploitation.
Foreign tour operators and tourists do not recognize Panama as the destination for cultural
tourism.
Experienced competition exist world-wide for cultural tourism.
Modern influences, capitalistic societal pressures
on the community.
US Troop relocation has decreased the money
spent on domestic tourism.
Large government or private sector focus and
involvement disrupts the natural feel and makes
the community lose complete control.
IPAT has inexperienced, weak promotion and
marketing skills.
In general, Panamanians do not appreciate or
understand nature and cultural-based tourism.
Beaches and nightlife are more in demand.
Park authority (ANAM) is understaffed and park
management and conservation efforts are not
successfully occurring.
ANAM's inefficiency in park management and
planning skills has led to poor park infrastructure
and access.
Exhibit TN-I. Swot Analysis - Parara Puru
44
P ORTRAITS of BUSINESS PRACTICES in EMERGING MARKETS
USA
]ACK MEETS PANAMA: TOURISM PLANNING and MARKETING in PANAMA
ness climate, identify the resource gaps that need filling and
develop a consensus for the direction of the organization.
Questions and Discussion
I.
Diagnose the climate for tourism in Panama and
report on Parara Puru's ability and desire to
develop a successful tourism site
In the case, both the scope of work document and Julian
Chang requested that the student diagnose the general climate for tourism in Panama and develop an assessment of the
ability and desire of the community to succeed in tourism.
These tasks can be completed by using traditional strategic
marketing tools: Mission Statement, Objective Development
and a SWOT Analysis.
The mission statement, or purpose, of an organization is the
description of its reason for existence.2 It is a representation
of what an organization wants to accomplish in the long-run.
It shows a company's unique objective that it believes will differentiate it from similar companies, and the means by which
in plans to accomplish this differentiation. In developing a
statement of mission, management must take into account
three key elements: the organization's history, its distinctive
competencies and its environment. The basic questions that
must be answered when an organization decides to examine
its mission are: What is our business? Who is the customer?
What do customers value? And what will our business be?,
When completed, an effective mission statement will focus on
markets rather than products. Associated objectives will be
achievable, motivating and specific.4 An example of a mission
statement that satisfies these requirements for Parani Puru is
the following:
"As a community defined by our indigenous heritage,
but challenged by the changing times, we the Parara
Puru community, are dedicated to benefitting economically and socially from the tremendous cultural
and natural resources that we possess. We appreciate the environment in which we live and want to
share access to those resources with inquisitive travelers and knowledgeable and responsible tour operators. The forest and rivers of The Chagres National
Park, the traditions and heritage of our Embera culture and the desire to succeed in our business, will
be the driving forces behind the future ofThe Paranl.
Puru tourism offering."
The SWOT Analysis is a common tool and a very useful
approach to understanding a situation faced by an organization at a particular point in time. The acronym SWOT stands
for the organization's Internal Strengths and Weaknesses and
the Opportunities and Threats the organization faces in the
external environment. Determining and categorizing the
CAS ES for MANAGEMENT EDUCATION -
information pertinent to the future success or failure of the
organization provides powerful decision making guidance.
With a clear understanding of the organizational objectives
and mission, analysis of the firm's current situation is possible
through t he examination of the key situational areas.
A SWOT Analysis for the Paranl. Puru community can be elaborated by sorting through pieces of information given in the
case. For example, the taxi driver, Julian Chang and the visit to
the community provided details describing the internal and
external environment that the community must address.
From this information an analysis was developed and it is presented in Figure TN-I.
2. What type of tour should they sell?
Continuing to follow the construction analogy provides
insight to other tools contained in the Marketer's Toolbox.
After the plans are established and a vision is defined for the
construction project, it is time for the power tools, such as
cranes, saws and cement trucks to add to the project. These
tools are required to accomplish the heavy duty tasks needed
to establish the structure of the project. The tasks accomplished with these tools establish the foundation for the building and make possible the completion of the construction
project. The power tools available to a marketing professional satisfy the same requirements for a product roll-out. These
tools do the "heavy lifting" or strategic analysis needed to plan
a strategy for successfully attacking the market and selling a
product.
Sifting through the market research data and designing a perceptual map will allow the marketing student to determine
tourist needs and visually see how well their offering meets
the needs of their desired customer relative to the competition. These two steps involve defining the product and making
segmentation and positioning decisions based on noted competitive advantage.
By using the various trip descriptions provided in the text, in
conjunction with the niche tourism research data, a student
should be able to categorize the activities and place them
within the context of a perceptual map that shows positioning strategies. An example of a perceptual map appears in
Figure TN-2. It is based on niche tourism product attributes
available to independent, tour operator and cruise travelers.
This diagram shows that tour operators could successfully
use their tour to reach the desired niche.
Creating primary data specific to the tourism destination is a
key tool in analyzing your customers, developing a product
and positioning the offering. The Parara Puru community
needs to focus their information gathering efforts on determining the demographics of their customers, the activities
their customers want, the avenues and image they should use
T EACHING NOTES
45
CASE STUDIES - TEACHING NOTES
ExhibitTN-2. Perceptual Map
to attract more guests, visitor satisfaction levels and other
opportunities to make money. Figure TN-3 shows an example
of a questionnaire that would provide the data required for
such a market research initiative.
3.
How should the community promote and sell
the tour?
Finally, using tools for putting in carpet and tile, painting and
wallpapering and connecting the water pipes and electrical
outlets finish a construction project and make it ready for use.
The particular tools a builder uses to finish a house or building are also required for a marketer to "finish" the product
and make it available and appealing to the market.
The finishing tools used in this case will be used to determine
how to sell the product. The case enables the student to make
Promotion and Distribution decisions along the 4 P's marketing analysis model.
Promotion uses advertising or other promotional efforts to
stake out a desirable position within the market. This builds
consumer awareness and signals to competitors your position
within the market. This is the face or identity of a company. It
should be used to accomplish sales objectives, prepurchase
objectives, which are developing awareness, interest and
desire and promoting action. Finally, promotion should be
used to promote image building objectives. Two types of col-
46
lateral materials are very important in promoting a tourism
destination: brochures and the internet.
In this case the brochure is highlighted. An example of a
brochure, including a slogan, is provided in Figure TN-4. The
image promoted is a mix of education, adventure and wilderness, based upon the activities that the community can provide. The principle audience is tour operators desiring a
tourism destination to provide their clients. The audience is
the type of tourists to which tour operators cater. It could
also be used to attract the occasional independent tourist, but
this should be done separately.The statement saying that independent tourist can contact the community directly should be
omitted from a brochure targeting tour operators.
The cover of the AeroPerlas magazine does not support the
image the community should be portraying. This publicity
degrades the adventure, wilderness and educational components of Parani Puru's desired positioning strategy. It takes
away from the authentic indigenous tourism destination appeal
that tour operators and the travelers they cater to desire.
Distribution channels minimize transaction barriers and allow
access to the market. Channel decisions must be made on an
assessment of the organization's goals and resources and an
understanding of the market. Comparing the income potential
of the t hree types of tourist niches, the cruise market seems
most desirable, but using this distribution channel would pres-
PORTRAITS of BUSINESS PRACTICES in EMERGI NG MARKETS
USA
J ACK M EET S P ANAMA : TO U RISM PLAN N IN G and MARKETI N G in PA N AM A
Questionnaire for the Embera Village tourist activities
3. Sex (please circle)
I. Please state your City 2. Age (circle one)
15-24~_ _ _45-54
and Countcy of
M
residence --~~--
5.
What information did you use in deciding on the activities that you would do while In Panama?
(Check all that apply)
Tour Agency/Package Tour
Friends/Family
Web Site/Internet
Past experience/Previous Visit
6.
IPAT - Panama's Tourism Ministry
local Ads (Radio, TY, Billboards)
Travel Books/Guide/Magazine
Other? Please list: - - -- - -
What were the 2 main reasons that you came to our village today? (Please check 2)
~
To take pictures
To understand a different culture
To spend time in the Chagres Park ·
To eat Embeni food
_ _ To hike in the Jungle
_ _ To learn about traditional plants
To see wildlife
7.
To go swimming, rafting
To see and hear music and dance
_ _ To buy artesnia
To learn a new skill or hear a new
language
To experience something different
To talk to an indigenous group
Other? Please list:
Please rate the activities/services that were offered to you today. Please add comme nts.
I - Excellent
2 • Good
3 - Fair
4 - Disappointed
Cultural Talk
Food
Nature Walk
_ _ Tour guide performance
8.
Music/Dance
Artesenia
Cultural Interaction
Facilities
If the following activities were to be offered, please rate your level of interest in participating.
I • very interested
4 • somewhat disinterested
2 - somewhat interested
5 • very disinterested
Art making exhibition/Carving demonstration
Learning Emben\ phrases and words
Traditional cooking/recipe sharing
Helping build or participating in traditional fishing
Watching/participating in traditional work
Kayaking
· ·
Cultural Museum
Rock Climbing
9.
How did you get to the
village? (Check)
_Tour Operator. Which one? _ _ _ __
_ Independently. How?
Other? Please State:
F
25-34
55-64
35-44 _ _ _ _.65-over
4.
3 - neither interested nor disinterested
More culwral interaction
More birdwatching time/ a tower
Farming exhibition
Longer hike into the jungle
_ _ White water rafting
Story telling session
Camping
If the following materials were available for sale, please express your likelihood of purchasing.
I - very likely
4 - somewhat unlikely
2 - somewhat likely
5 - very unlikely
3 - neither likely nor unlikely
T-Shirt
Calendar
Postcards
Cultural video
Embera history and culture book
Photo book
Poster
(10 • II ) Using the following scale, please answer questions 8 a nd 9. Please comment.
I • very satisfied 2 - somewhat satisfied 3 - neither satisfied nor dissatisfied 4 - somewhat dissatisfied 5 • very dissatisfied
I 0. Were you satisfied with your visit? _ __
I I. Were you satisfied with the value of the activities offered for the price that you paid? _ __
12. Please offer any other comments that you feel would he lp the community. _ __
I•
ExhibitTN-3. Sample Questionna.ire
r
CASES for MANAG E M EN T ED UCATION -
TEA C HI NG NOTES
47
CASE STUD I ES
T EAC HI NG NOTES
Were You Satisfie d with Your Vis it?
E#p~r cnc~ Poraro Puru
and The Cbagr~s National
IIGCJC
Park
Very Satisfied
Somewhat Satisfied
91%
9%
&>4y TtJp AdfV,I&Jct
Exhibit TN-5. Visit Satisfaction
floal rt«• 10 Vl1.,4 • Vlll'19• Totlr
l.urtell • 1'r'i141tlonol 4onc•
A111 6 <'!'llftf • lnlctpfc,lvc 'tf<lll
SW!lnmlhf • tlrdwot<lllno;
Were you satisfied w ith t h e va lue of the act ivities
offered for the price you paid?
Very
Satisfied
Somewhat
Satisfied
Somewhat
Dissatisfied
Very
Dissatisfied
68%
29%
2%
2%
Ex hibit TN-6. Price/Value Sat isfaction
Understand a Different Culture
Take Pictures
for ReservCltlons
COiltoct o tour CIPU<Itor ot
<<Ill t}lol Y111<19• dlruuy en 811
GAd l<ovc your ruiM• "'"'
nu-r ICI tllot tt••v con con
you t o <1rron9• your trip.
73%
Spend Time in Chagres Park
Eat Emberi Food
7%
0%
Hike in the Jungle
Other
16%
7%
Swim/Water Sports
See and Hear Dance and Music
20%
7%
Learn about Traditional Plants
Exhibit TN-4. Proposed Tourism Brochure,
USDA-assist e d design
ent many problems. When considering the limit of acceptable
change that the community is willing to live with, compared
with the desired levels of income the community requires to
support sustainable economic and social advancement, the
tour operators offer a nicer package. This brochure should be
used as a part of a relationship marketing initiative that is a
visual r epresentation of what they have to offer and will allow
them to approach tour operators with whom they would like
to do business.
Conclusion
At this point, the Parara Puru community has been able to
make tourism work for them. The community has gone
through some changes, but benefits continue to be seen as a
result of their venture into ecotourism.The community implemented a market research questionnaire, identified a positioning strategy and started a relationship marketing campaign targeted towards key tour operators. These effor ts have fueled
significant business and community decisions and changes.
Market Research Res ults
The market research results compiled are the result of a survey of 90 visitors to the village over a 2-month period. Figures
TN-5 and TN-6 show a general satisfaction with the commu-
48
13%
See Wildlife
9%
II%
Buy Artwork
Learn a new Skill or Language
9%
7%
Experience Something
Different
Talk to an Indigenous
Group
47%
31%
.
Exh•b•tTN-7. Reasons fo r wantmg t o come
to the villa ge
nity's tour offering. Figure TN-7 points out the preferences of
the visitors and figures TN-8 and T N-9 provide a general
demographic profile of the type of travelers the tour is
attracting. Finally, figure TN-I 0 highlights distribution channel
upon which the community depended.
Pararc1 Puru organized their tour offering according to activities suggested in the market research questionnaire. The
community decided that the visitors wanted to become
familiar with the traditions, history and way of life of the village.The community organized a series of activities that allow
a visitor to experience the community. The activities focused
on a cultural interchange and knowledge exchange. Activities
such as, fishing techniques, art-making demonstrations and an
Embera language learning session were among some of the
activities provided. This added variety of the tour program
allowed for a more relaxed and natural interaction with the
visitors than was experienced before. It also limited the
sense of boredom that some of the community was beginning to feel.
PORTRAITS of BU S IN ESS PRA CTI CES in EMERGING MARKETS
USA jACK M EETS PANAMA: TOURISM PLA NN I N G and M A RK ETI N G in P AN AM A
Along with the preferences of the visitors, the ages of the visitors allowed the community to develop activities not only
focused on cultural beliefs and history, but also activities, such
as hiking and paddling, that involve exploring the surrounding
nat ural beauty. The younger, more physically-fit visitors made
it possible for the village to offer activities focused on the
adventure niche, not only the education niche of tourism. By
offering a variety of activities, the community also positioned
4.44%
26.67%
How Did You Get
to Village?
Age
15-24
0 25-34
~ 35-44
• 45-54
• 55-64
0 65+
[!!l Other
• tndenpendantty
0 Tour Operator
•
Exhibit TN-9. How Did You Get to the Village
1.11% 1.11%
4.44% i
4.44%
Exhibit TN-8. Age Groups
itself to offer activities suited for tourists wanting a recreational or wilderness t rip. This mix made the site very attract ive to tour operators.
The community chose to focus on the tour operator distribution channel as opposed to the cruise ship market. The
community based their decision upon the type of travelers
tour operators catered to and their ability to reach foreign
markets with their promotional activities. With the help of
IPAT, Parara Puru began a relationship marketing strategy
whereby they evaluated 4 respected tour operators serving
Panama. The promotional brochure (Figure TN- enabled the
community to present their tour in a succinct manner. After
they presented the tour to all of the chosen operators, 2 tour
operators, Panama Jones and Pesantes Tours agreed to package the tour for their clients at an agreed upon price. The
package involved organizing a set of activities that would meet
a particular traveler's need. For example, the adventure tour
would include the standard tour, plus specific activities that
suited the wilderness traveler, like an extended hike in the jungle and a river fishing trip. On the other hand, a tour suited
for the educational minded traveler would include the stan-
C AS ES for MA NA GEMENT EDU C ATION -
TE AC HING NOTES
Region of Country of Residence
II
0
0
IT!J
Iii
II
US-Southeast
US-Northeast
US-Midwest
US-West
US-Southwest
France
0
I:'!J
liD
0
II
Panama
Germany
Australia
Other
Puerto Rico
Exhibit TN- I 0. Residence of the visitor
49
CASE STUDIES - TEACHING NOTES
Income Statement
May
Income Statement
October
Number of tourists
125
Number of tourists
50
Average Price per Tourist
$35.00
Average Price _per Tourist
$35.00
Number of trips made
Number of trips made
20
8
Total Revenue
$4,375.00
Total Revenue
$1,750.00
4 Boat Drivers
$300.00
4 Boat Drivers
$120.00
8 Boat Assistants
320
8 Boat Assistants
128
2 Speakers
300
2 Speakers
120
2 Nature trail guides
300
2 Nature trail guides
120
6 Musicians
300
6 Musicians
120
7 Dancers
350
7 Dancers
140
4 Cooks
400
4 Cooks
160
I Treasurer/Accountant
400
I Treasurer/Accountant
160
I Treasurer Asst
200
I Treasurer Asst
80
2 Nature Guide Assistants
200
2 Nature Guide Assistants
80
8 Activity Leaders
400
8 Activity Leaders
120
Total Payroll Expenses
$3,470.00
Total Payroll Expenses
$1,348.00
Food
$120.00
Food
$50.00
Gas
380
Gas
152
WECHA Fund
240
WECHA Fund
100
NOKO Fund
60
NOKO Fund
25
Motor Fund
60
Motor Fund
25
Cell Phone
35
Cell Phone
35
Total Operating Expenses
$895.00
Total Operating Expenses
$387.00
TOTAL EXPENSES
$4,365.00
TOTAL EXPENSES
$1,735.00
NET PROFIT/SAVINGS
$10.00
NET PROFIT/SAVINGS
$15.00
Notes for Figure TN-II- Drivers are paid $15.00 per trip and one driver is needed per boat. Drivers need two boat assistants. They are paid $8.00 per trip. Only
one speaker and one nature guide are needed per trip. They are both paid $15.00 per trip. The nature guide assistant receives $10.00 per trip. The musicians and
dancers are paid $2.50 per trip. The entire group of dancers and musicians are needed. Two cooks prepare the meals at $ 10.00 per trip. The accountant is paid
$20.00 per trip and his assistant is paid $10.00. Between 4-6 activity leaders are needed per trip. Their wage is $3.00 per trip. Food costs $1.00 per person and
gas $19.00 per trip. Contributions are made to the WECHA, NOKO and Motor funds at $2.00, .50 cents and .SO cents per person respectively.
Table TN-I I. Income Statements for Parani Puru- October and May
dard tour, plus activities such as an Embeni language session
and an arts and crafts demonstration.
to sell their crafts for significantly more money than can be
had with tourists visiting their village with the tour operators.
While the community has chosen to focus on the tour operators as their tour distributors, they have found an access to
the cruise ship market. A group of community members travels 2 ?-hours to meet cruise ship passengers disembarking.An
arts and crafts fair is held where the community has been able
The tour operators have successfully enabled access to foreign markets, specifically the United States. The community is
increasing their level of international recognition as an ecotourism destination. Representatives from the Miami Zoo and
Photographers from France and Spain have visited the com-
so
PORTRAITS of BUSINESS PRACTICES in EMERGING MARKETS
USA ]ACK
MEETS PANAMA: TOUR I SM PLANNING and MARKETING in PANAMA
Positive Impacts
Negative Impacts
• Money is entering into the community and it has developed an
economy within the community that distributes the wealth.
• Individualism has been promoted by the capitalistic ambition to
get ahead. Stress levels have increased within the community.
• Relationships with donor organizations and capacity building
groups have been forged. The community understands the role
these groups play in assisting their business develop.
• Internal fights and power disagreements concerning the roles
of traditional government and tourism management have
become more comm on.
• Less pressure on the National Park and forest. The communides do not fish or hunt to sell. They respect the w ildlife as a
valued commodity for their business.
• Many of the same people are receiving the training available.AII
community members are not involved in Capacity building
exercises. The community depends upon a few people to continue managing tourism.
• Sanitary management has become an important issue and is
being understood how to deal with it properly.
• Relations with ANAM have improved and are highly interactive. More work could be done to establish a true co-management opportunity with the communities.
• The communi ty is developing into a consumer society.
Children and adults wear urban style clothes and shoes when
the tourists are not present. Savings, planning for the future and
investment knowledge is still limited.
• Women have more value and participate in decision-making.
• A clear separation between foreign tourist's wealth and community's has been noticed.
• Alcoholism is not a problem.
• Although the culture is being reinforced, it is seen as just a
business asset.
• The culture is being validated as a valuable resource and children are learning that it is important to learn their culture and
speak the language.
• Community depends on tourism. Other secondary activities
• Health conditions, including nutrition levels, are improving
within the community and the value of education is becoming
• The selection and quality of artwork is poor for the tourists
visiting the village.
are not being practiced, such as farming.
more recognized. People in the community seem happy
• A class system is developing within the community. Whereas,
higher income residents do not interact much with the lower
income group.
Table TN-1 2. Current Status
munity to make documentaries highlighting the community's
successful tourism operation and the tremendous cultural
and natural resources they possess.
Summary of the Results to date
In Figure TN- I I ,Julian Chang provided a recent income statement from the Parara Puru tourism operations. It shows a
remarkable change in the number of visitors, the amount of
revenue collected and the manner in which the community
distributes the income.
I.
This note was written by Jared Elling of the University of PittSburgh.
2. Voight, Jean, "Demystifying the Mission Statement;' Nonprofit World,
January/February 1994, pp. 29-32
3. Kotle1~ Philip and Armstrong, Gary, Principles o f Marketing, 6th ed.
Prentice Hall 1994 ch. 2
4. Koder, Philip, Marketing Management:Analysi.s, Planning Implementation
and Control, 8th ed. Prentice Hall, 1994 Chap. 3
Finally, in Figure TN-12 Julian elaborated his opm1ons concerning the positive and negative effects that the Embeni
Community Based Ecotourism projects has had on the communities.
CASES
for M ANAGEMENT ED UCAT ION -
TEACHING NOTES
51
CASE STUDIES - TEACHING NOTES
52
PORTRAITS of BUSINESS PRACTICES in EMERGING MARKETS